>> Hello and welcome to what is sure to be an insightful conversation about getting business results with cloud Transformation. My name is Dave Vellante, and I'm here with James Miller, Chief Technologist for cloud and Infrastructure Services and Jay Dowling, America's Sales Lead for cloud and Infrastructure Services, both with DXC Technology. Gentlemen, thanks for your time today, welcome to The Cube. >> Great, thanks for having us. >> Thank you, Dave, appreciate it. >> So let's get right into it. You know, I've talked to a lot of practitioners who've said, look, if you really want to drop zeros, like a lot of zeroes to the bottom line, you can't just lift and shift. You really got to think about modernizing, the application portfolio, you got to think about your business model, and really think about transforming your business, particularly the operating model. So my first question, Jim, is what role does the cloud play in modernization? >> Well there are really 3 aspects that the cloud plays in modernization. You mentioned multiple zeroes. One is cost optimization. And that can be achieved through business operations, through environmental, social, in governance. Also being more efficient with your IT investments. But that's not the only aspect. There's also agility and innovation. And that can be achieved through automation and productivity, speed to market for new features and functions, improvements in the customer experience, and the capability to metabolize a great deal more data in your environment. Which, the end result is an improvement in releasing of new things to the field. And finally, there's resilience. And I'm not really talking about IT resilience, but more of business resilience. To be able to handle operational risk, improve your securities and controls, deal with some of the talent gap that's in the industry, and also protect your brand reputation. So modernization is really about balancing these 3 aspects. Cost optimization, agility and innovation, and resilience. >> So, thank you for that, so, Jay, I got to ask you, the current climate, ever body's sort of concerned, and there's not great visibility on the macro. So, Jim mentioned cost optimization, that seems to be one of the top areas that customers are focused on. The two I hear a lot are, consolidating redundant vendors, and optimizing cloud costs. So that's, you know, top of mine today. I think everybody really, you know, understands the innovation and agility piece. At least at a high level, maybe realizing it is different. >> Sure >> And then the business resilience piece is really interesting, because, you know, prior to the pandemic, people, you know, they had a DR strategy, but they realized, wow my business may not be that resilient. So, Jay, my question to you is, what are you hearing when you talk to customers, what's the priority today? >> You know, the priority is an often overused term of digital transformation. You know, people want to get ready for next generation environments, customer experience, making sure they're improving, you know, how they engage with their clients, and what their branding is. What we find is a lot of clients don't have the underlying infrastructure in place today to get to where they want to get to. So cloud becomes an important element of that, but, you know, with DXC's philosophy, not everything necessarily needs to go to cloud to be cost optimized, for instance. In many cases you can run applications, you know, in your own data center, or on Pram or, in other environments, in the hybrid environment or multi cloud environment, and still be very optimized from a cost/spend standpoint. And also put yourself in position for modernization and be able to bring the things to the business that the clients are, you know their clients are looking for like the CMO and the CFO etc. trying to use IT as a leverage to drive business and to drive business acceleration and to drive profitability, frankly. So there's a lot of dependency on infrastructure, but there's a lot of elements to it and we advocate for, you know, there's not a single answer to that. We like to evaluate clients, environments, and work with them to get them to an optimal target operating model so that they can really deliver on what the promises are for their departments. >> So, lets talk about some of the barriers to realizing value in the context of modernization. We talked about cost optimization, agility, and resilience. But there's a business angle and there's a technical angle here. We already talked about people, process, and technology. Technology oftentimes CIO's will tell us 'Well that's the easy part. We'll figure that out.' Whether it's true or not; but I agree. People and process is sometimes the tough one. So Jay, why don't you start. What do you see as the barriers particularly from a business standpoint? I think people need to let their guard down and be open to the ideas that are out there in the market from the standards that are being built by Best in Class models. And there's many people who that have got on cloud juries have been very successful with it. There's others that have set high expectations with their business leaders that haven't necessarily met the goals that they need to meet, or maybe haven't met them as quickly as they promised. So there's a change management aspect that you need to look at with the environments. There's a skillset environment that they need to be prepared for. Do they have the people to deliver with the tools and the skills and the models that they're putting themselves in place for in the future versus where they are now. There's just a lot of different elements. It's not just that this price is better or this can operate better than one environment over the other. I think we like to try and look at things holistically and make sure that we're being as much of a consultative advocate for the client for where they want to go, what their destiny is and based on what we've learned with other clients and we can bring those best practices forward because we've worked across such a broad spectrum of clients versus them being somewhat contained and sometimes can't see outside of their own challenges, if you would. So they need advocacy to help bring them to the next level. And we like to translate that through technology advances which Jim is really good at doing for us. >> Yeah Jim, is the big barrier a skills issue? You know, bench strength? Are their other considerations from your perspective? >> We've identified a number of factors that inhibit success of customers. One is thinking it's only a technology change; in moving to cloud. When it's much broader than that. There are changes in governance, changes in process that need to take place. The other is evaluating the other cloud providers on their current pricing structure and performance. And we see pricing and structure changing dramatically every few months between the various cloud providers. And you have to be flexible enough to determine which providers you want; and it may not be feasible to just have a single cloud provider in this world. The other thing is a big bang approach to transformation. I want to move everything and I want to move it all at once. That's not necessarily the best approach. A well thought out cloud journey and strategy, and timing your investments are really important to maximizing your business return on the journey to the cloud. And finally, not engaging stakeholders early and continuously. You have to manage expectations in moving to cloud on what business factors will get affected, how you will achieve your costs savings, and how you will achieve the business impact over the journey and reporting out on that with very strict metrics to all of the stakeholders. >> You mentioned multi-cloud just then. On January 17th we had our Super Cloud 2 event. And Super Cloud is basically what multi-cloud should have been I like to say. So it's creating a common experience across clouds. You guys were talking about you know, there's different governance, different securities, different pricing. So, and one of the takeaways from this event and talking to customers and practitioners and technologists is you can't go it alone. So I wonder if you'd talk about your partnership strategy? What do partners bring to the table? What is DXC's unique value? >> I'd be happy to lead with that if you'd like. >> Great >> We've got a vast partner ecosystem at DXC, given the size and the history of the company. I use several examples. One of the larger partners in my particular space is Dell Technology. They're a great partner for us across many different areas of the business. It's not just storage and compute play anymore. They're on the edge. They've got intelligence in their networking devices now. And they've really brought a lot of value to us as a partner. You can look at Dell Technology as somebody that might have a victim effect because of all of the hyper-scaling activity and all of the cloud activity but they've really taken an outstanding attitude with this and said listen not all things are destined for cloud or not all things would operate better in a cloud environment. And they like to be apart of those discussions to see how they can, how we can bring a multi-cloud environment, both private and public to clients and let's look at the applications and the infrastructure and what's the best optimal running environment for us to be able to bring the greatest value to the business with speed, with security and the the things that they want to keep close to the business are often things that you want to keep on your premise or keep in your own data centers. So they're an ideal model of somebody that's resourced this well, partnered in this well in the market and we continue to grow that relationship day in and day out with those guys. And we really appreciate their support of our strategy and we like to also compliment their strategy and work together hand in hand in front of our clients. >> Yeah you know Jim, Matt Baker who's the Head of Strategic Planning at Dell talks about it's not zero-sum game and I think you're right Jay. I think initially people felt like oh wow, it is a zero-sum game but it's clearly not. And this idea of whether you call it Super Cloud or Uber Cloud or Multi Cloud, clearly Dell is headed in that direction. Look at some of their future projects, their narrative. I'm curious from a technology standpoint Jim, what your role is. Is it to make it all work? Is it to end to end? Wondering if you could help us understand that. >> Help us figure it out Jim, here. >> Glad to expand on that. Well, one of my key roles is developing our product roadmap for DXC offerings. And we do that roadmap in conjunction with our partners where we can leverage the innovation that our partners bring to the table and we often utilize engineering resources from our partners to help us jointly build those offerings that adapt to changes in the market and also adapt to many of our customer's changing needs overtime. So my primary role is to look at the market, talk to our customers, and work with our partners to develop a product roadmap for delivering DXC products and services to our clients so that they can get the return on investment on their technology journeys. >> You know, we've been working with these two firms for a while now; pre-dates the name DXC and that transformation. I'm curious as to what's, how you would respond to what's unique. You know you hear a lot about partnerships, you guys got a lot of competition. Dell has a lot of competition. What's specifically unique about this combination? >> I think- go ahead Jim >> I would say our unique approach is, we call it cloud right. And that approach is making the right investments, at the right time, and on the right platforms. And our partners play a key role in that. So we encourage our customers to not necessarily have a cloud first approach, but a cloud right approach where they place the workloads in the environment that is best suited from a technology perspective, a business perspective, and even a security and governance perspective. And the right approach might include main frame, it might include and on-premises infrastructure it could include private cloud, public cloud and SAS components all integrated together to deliver that value. >> Yeah Jay please. Let me tell you, this is a complicated situation for a lot of customers. But, chime in here. >> Yeah if you're speaking specifically to Dell here like, they also walk the talk right. They invest in DXC as a partnership. They put people on the ground. Their only purpose in life is to help DXC succeed with Dell, arm in arm, in front of clients. And it's not a winner take all thing at all. It's really a true partnership. They've brought solution resources. We have an account CTO, we've got executive sponsorship. We do regular QVR meetings. We have regular executive touch-point meetings. It's really important that you keep high level of intimacy with the clients, with the partners in the GSI community. And I've been with several GSI's and this is an exceptional example of true partnership and commitment to success with Dell Technology. I'm really extremely impressed on the engagement level that we've had there, and continue to show a lot of support both for them. And there's other OEM partners of course in the market. There's always going to be other technology solutions for certain clients, but this has been a particularly strong element for us and our partnership and our go-to-market strategy. >> Well I think too, just my observation is a lot of it is about trust. You guys have both earned the trust over the years. Ticking your arrows over decades, and that just doesn't happen overnight. Guys I appreciate it. Thanks for your time. It's all about getting Cloud Right, isn't it? >> That's right. Thank you Dave. Appreciate it very much. >> Thank you >> Jay, great to have you on. Keep it right there for more action on The CUBE. We'll be right back.

live from Boston Massachusetts it's the cube covering AWS reinforced 2019 brought to you by Amazon Web Services and its ecosystem partners hey welcome back everyone's cute live coverage here in Boston Massachusetts for AWS Amazon Web Services reinforced this is in our roll call for an RO conference for security this is the first event Amazon's dedicating to security I'm Jeffrey day Volante Dave reinvents the big show reinforced will be the big show for security 12,000 people we have Vittorio for Arango who's the VP of Marketing cloud business unit McAfee formerly of sky-high networks great to see you again on the cube I am happy to be here you guys had an institution so delighted to be here with you guys super excited been big fan of your work but finally work at VMware sky high networks now McAfee you've seen the big company of the startup real change is going on in cloud the McAfee certainly the expertise and the antivirus and security been there check now cloud comes into the equation with sky-high networks gives the update what's that what it's all about sky high comes in to McAfee you got a cloud business unit they leave you alone you get to do your own thing but take advantage of the McAfee goodness it give us the what's going on tell us well you know when you wake an acquisition usually you do it for two reasons why one is I sit at the table in a new market acquiring the skills of the people those are the two two main reasons so Skye McAfee when they acquire sky high in January 2018 they kept the sky high as a separate business unit to keep the momentum and if you think about the the investment thesis there is that today works gets done on endpoints that are attached to the cloud increasingly the network now is used to be the control point for everything security but now we run applications in on infrastructure we don't own that traverses network we don't operate and so the our strategy is secured data what works get gets done which is in on the device which that's the Mac of you know heritage and then in the cloud that's where the McAfee the with the sky-high acquisition what will bring it I'm usually exclusive they both work together because once an endpoint one's kind of a in transit data and cloud all that stuff happening there are two different things but they work together yeah it's it to me device is mobile devices and laptops are the the the land endpoints to the cloud right and so I think we are and then on top of it IT ones complete disability and so McAfee has this great footprint with the device the cloud and then EPO which is our management management layer on top of it it gives you visibility across everything so you guys are making mad mcafee with the cloud business unit which is sky-high enactment a big investment at this show you guys look at reinforces an opportunity why are you making such a big investment in reinforce this show this community what's the big move well if you look at the what the enterprise data is increasingly it's in the cloud so we recently ran a report of the live system so we have a run a thousand customers using our cloud solutions so we know exactly what data is and around thirty five percent is in SAS office CCC five boss Dropbox twenty five percent is in structured application like Salesforce ServiceNow and twenty four percent is in iis and pass and that's the area that is growing the most and so in the past if you look at the evolution of cloud security there have been a lot of different point solution to solve these different problems we're trying to bring it all together so we have a single point for visibility and control of your data in a cloud so I is and pass is where data is growing the fastest and the show like this is the perfect opportunity for a hard question on to you right now because this is what everyone's been asking us see shows and CIOs run or running or managing or trying to figure out the security equation we love our vendors giving us alerts we don't need more alert anymore if there's a really video more alerts we need our suppliers to help us fix the problem yes that's the big focus of this show we're hearing a lot of that and a lot of help my people be better so not just tell me what the problem is fix it yeah what's your view on that absolutely so once you get visibility and you set your policies our system enforces those policies in real time and so it doesn't require human intervention for the most part plus there is another aspect if you look at the number of incident that happens in the cloud there are one order of magnitude higher than on-prem so what we do we bring the users into the picture as a solution so let me give you an example so it said that you look use the cloud to collaborate right and that makes us productive we found that 85% I didn't have a percent of people to go to the cloud find business acceleration in their business and so why because people working collaborate freely but sometimes collaborating they share a document that contains confidential information so when we detect that instead of we let IT know but instead of asking IT to fix it we inform the user and we say hey mr. user did you know that you just share a document that contains credit card information and healthcare information and we show them what it is so they can fix it in most cases people don't do it maliciously like that just trying to get their job done and so we make the user be part of the solution instead of just creating the problem why our instance ray internet rates so much higher in the cloud material because the just the number of peopie definition the moment you start to put your data in the cloud to collaborate you collaborate with many more people right and so that's why the number of incident is so much higher against that the stuff is all out there and the number of people that I have access to your data is much larger so when you think of risk you think of you know the probability of an event and then the impact of that event so we just heard that the probability goes up when you're collaborating in the cloud you have any data on the impact in terms of specific to the cloud is the cloud doing a better job than say on Prem is it more higher impact is it not there's not as enough enough high value data in the cloud yet more data's on Prem do you have any sort of senses first of all there is our actual use of the cloud we know that confidential data is in the cloud and we also know that over time 50% of and confidential data or computational documents in the cloud gets shared in the process all right here's the the good news is that we believe that with the proper tools like an visual cloud and the proper Cosby platform in place the cloud can be more secure than on pram and this is why first these cloud providers AWS and others they put more resources in security that any comprend company ever could right but then you still have the share responsibility model it's a part of the the security puzzle that the end-user is in charge of and if you put in place a cosmic platform we love for people to use ours but any costly platform I think eventually the cloud will become more secure than on Prem ever was yeah so that shared responsibility you talk about endpoints data user access right and you start from SAS the your responsibility is really device security and user access so if an end user logs in with their credential and start stealing your data AWS or Microsoft they're not gonna be responsive to take care of that when you're doing going to pass your responsibility goes deeper because now you're running your own applications there so you have to make sure that the applications the infrastructure that the application runs on is properly configured and the data going in and out of the application and the container are secure and then you're going to I is your responsibility goes even deeper but these are problems now that can be solved well understood it can be solved by leveraging the underlying platform and then building your own infrastructure or your security solution gobbled it sorry I talk about the most important story that that's that should be told in technology security industry today or that media should tell are not being told what is the most important story for first customers to to know about and or the media should be covering more of that's uh putting me on the spot well I think I the thing that I'm most excited right now in NIT is DevOps I think about every technology transition for the last 25 years was driven by one set of people developers and so over the years developers had all these roadblocks or I need a server or now I need the security clearance now I did compliance clearance and so we always got in the way of them until they figured out in you a new platform and your way to be more agile and I think right now in the cloud is with DevOps is the ultimate of expression of that so I think it's very exciting and I think as security vendors instead of this is my pet peeve with security is you have to scare people into buying your stuff I hate that right you know if you don't buy this you're gonna get fired you're gonna get breached all true but the reason why people go to the cloud is business agility the ability to unleash the developers to build new differentiating applications and so to me a better way to sell insecurity and build a security solution is to cater to that need and build security that that is transparent to the users and now transparent to the developers and also here what you're really saying there is you want to increase the speed of security for that slot that is lagging behind the agility of DevOps yeah if I get faster so it's in line with the developer in fact today we just announced that this shift left right instead of like make it easier to deploy application then put security on top of it how about we look at your development process and trying to identify flaws they may end up into a non secure runtime environment and so last goes along the lines of like let's forget about security that doesn't create friction let's put build security in the code it's a shift left by that you mean security is code exactly talk about you now last time we talked to you the cube you were an engineer yeah now you're in marketing what happened well I'm seeing engineer so what happened was you know I I never planned my career I always look for smart people and we're smart people kind of aggregate there's some good stuff to do and when I was at I when I left VMware I joined MobileIron and the only spot that they helped that was open was CMO and so once I got the job I had to learn it I well you're a builder I mean Amazon love Zion generic mindset then you're gonna build our mindset how are you going to build out your cloud division because you have some big tail winds big demand for security price to be sold in a new way yeah and consumed with services so good opportunities for you what's your strategy what are you gonna do our strategy is to keep growing this business right now the cloud as you will expect is the fastest growing business at McAfee and so from from my perspective within the cloud business unit when we're trying to inject energy and the vision for cloud and and that's that's what I think McAfee needs from us so obviously you're a fan of agile scrum I mean you know modern modern development techniques are you bringing that to marketing in any way yeah absolutely so when I made a transition to marketing I realized that whenever you have an environment where you have to ship something in engineering is shipping software in marketing is shipping a new webpage or a new campaign and you a video or something and where there is a lot of unknown and market the moves fast scrum and agile is the perfect solution for it so basically what I do I take the priority from the company we make these plans like a year out right who knows what's gonna happen in here our recipe take these goals and then break them down in two weeks interval and every two weeks here are the priorities the map to those and then every two weeks you have you moved the needle I just talked to some people and and AWS you know they told me maybe it's confidential information or not they told me two weeks it's too long we have it weekly so sometimes when somebody new comes to my team and they see this mechanism workers who always on the treadmill take all this this guy's insane and they may have a point but then you look at the companies that are changing the world and guess what they are doing weekly it's a graph it's like a task week once you get on that cadence you're in shape and you get the team rolling because success is a great motivator yeah it has that kind of success when you're agile and you can respond faster yeah because look at this our counterpart is sales right and if you engage with sales you talk to sales everything is an emergency that was needed yesterday and that's okay they're bringing the money so we like them but with agile would these two weeks print what allows me and my team to do is to say hey what you're asking for is it more important than these things that were shipping in average a week from now and be answers typically no or can you wait the two weeks and you're not and then I can take the whole team and focus on whatever is that do your best work you bring in the best of cloud ethos yep into marketing and then again look if we do believe that engineers make the work around I truly believe that in Silicon Valley Engineers change the world to make the workaround let's take some of those best practices and apply them to other part of the organization why not sorry I've great to chat with you love your vision thanks for coming on the cube and sharing hi thank you for insights great insights here that we're driving all the data here inside the cube for reinforced Amazon Web Services first security conference its inaugural we're excited to be here two days of live cover staying with us for more after this short break

>> Live from San Francisco. It's theCUBE covering DockerCon '18. Brought to you by Docker and it's ecosystem partners. >> Welcome back to theCUBE's coverage of DockerCon 2018. I'm Lisa Martin, in San Francisco, with John Troyer and we're excited to welcome to theCUBE for the first time, Ed Hsu, the V.P. of Product and Product Marketing at Mesosphere. Great to have you on, Ed. >> Thank you. Pleasure to be here. >> So, Mesosphere. Tell us about you guys, what do you do? Why are you at DockerCon? >> Yeah. So, Mesosphere is a hybrid cloud software platform. We basically enable you to very easily adopt all types of new cloud-native technologies like Docker, Kubernetes, Spark, all the things that you think about to build these world changing applications. We automate that for you to run on hybrid cloud infrastructures. >> Nice. So, maybe you could break it down a little bit more. I know people can sometimes get confused. Mesosphere the company, Mesosphere the project, DC/OS the product, and then Kubernetes, and we're here at DockerCon, so maybe untangle some of those things a little bit. >> Sure. Maybe I'll go in chronological order. So Apache Mesos was actually created way back, I think around 2010 as a project to figure out if you had to rebuild Google's proprietary architecture for hyper-scale computing, what might that look like? So that became this project called Apache Mesos. Later on, at companies like Twitter, Airbnb, it started being used to solve some real challenges around scale-ability and performance. Arguably, without Mesos as a technology, I don't think Twitter would probably exist today because Twitter used to crash a lot. You guys remember that. You got the fail whale picture and all that stuff. Apparently, Justin Bieber used to crash Twitter, right? And Mesos became part of the solution. Now, you fast forward a few years later, containerization really caught on, right? And then Docker became a game changer in terms of making sure people start using and adopting container technologies, really popularize containerization, and of course, Kubernetes later came along as a way to orchestrate the operations of these containers. Now, where Mesosphere fits in is our platform is actually below a container-orchestrator, right so, Kubernetes is actually the fifth container-orchestrator to run on Mesos. There's earlier ones like Netflix, I think Twitter themselves. There's different types of container orchestration tools, and Kubernetes became the most recent and frankly most popular container-orchestration tool, and Mesosphere enables customers to really get one turn-key installation and operations of that technology. >> You mentioned Netflix, and I'm thinking, it powers a lot of our lives. But thinking about IoT data-driven applications like that, how does Mesosphere help power IoT and those data-driven applications? >> So, any IoT application probably needs at least three major sets of capabilities. The first is, you have to ingest tons of data. If you're a connected car or a home appliance company, there's a lot of data coming in from all these internet-connected devices. You need a way to ingest all that data without losing any of it and making sure you can be responsible. You also want to be able to analyze that data. So tools like Spark and other things become very important. You also need to be able to host an application or service, and Kubernetes becoming the most popular way to serve these applications. The last and by far, I think, most important piece for hybrid-cloud or for, excuse me, for IoT use cases, is the concept of hybrid-cloud and edge computing. At Mesosphere, we have many connected car companies that are doing connected car or self-driving car projects are actually working with us. And the reason for this is, we provide consistency for running containers like with Kubernetes or data services like Spark and Kafka on a really elastic infrastructure that can be on a data center, on AWS, on Google, or beneath a cell tower or even a cruise ship. Those are all actual use cases. We provide a consistent operating model for operators to just install and run all of this stuff. >> Super nice. I love in 2018 we're past some of the press conversation around who's gonna win or there's only gonna be one way of doing one stack that's gonna win, and Kubernetes versus whatever, and that was a conversation a few years ago. What I love about 2018 is people are in production. And live and time-to-value are very quick and very powerful and very deep and enlightens big data apps. Huge footprint apps as well. So, can you talk a little bit about some of your customers and also, in terms of the hybrid cloud. Are we seeing, are people on Pram? Are you seeing a lot of multi-cloud uses? Do apps span on Pram and clouds? What are some of the use cases and patterns that you see? >> Yeah. So, I think, maybe I'll start with the one I find is most interesting which is Royal Caribbean. If I were to ask you what is the largest computing cluster in the world by geography, you probably wouldn't say Royal Caribbean. So I haven't been on a cruise in a while, but apparently... I remember back in the day when I was a child, when I went on a cruise, you get a daily print-out of today's activities, and if you wanna go upgrade to a meal plan or do a tour or scuba diving, you go line up somewhere, and then you register for it, and if there's enough inventory, you get to do it. And so Royal Caribbean is actually trying to move all of this into a mobile app experience where based on your preferences, based on your history, based on what's available, they'll push certain campaigns to get you to "John, you really gotta try this scuba diving because we've got excess inventory, and we know you have a history of wanting to do surfing excursion" and so forth. So what Royal Caribbean has done is create an infrastructure where they're doing Test and Dev on campaigns and things like that on AWS. They actually do a lot of analytics on Pram in their own data center, and then when a ship is out at sea, serving those mobile applications from on Pram cloud-computing environment. All of this on Mesosphere's DC/OS. And what this means is that the data for interacting with passengers and the campaigns that are available, the management of the inventory, all that data, when the ship is in dock, flies from a data center, through a satellite, through Kafka into the ship. When the ship goes out to sea, all the internet connection is used for, people Skyping with grandma and grandpa and all that stuff, so the ship can actually, from an edge computing standpoint, provide all the resources it needs for these personalized interaction commission. >> That's a big example, Royal Caribbean. It was a very interesting use case, and I know you mentioned Netflix, Verizon. I think I saw a Verizon customer video on your website. When you're talking with companies of either those sizes or Royal Caribbean that's been around for a long time versus a cloud-native like Netflix, what are some of the common data center modernization concerns that you're hearing consistently across company sizes and maybe even consistently across industries? >> Sure. I think that's a great point. I think some of the early, early adopters, like Netflix, Twitter, they have their own way of building out their hyper-scale infrastructures. And so we work very closely with them to address their needs. What we're starting to see as the technology becomes mainstream... There are a lot of common challenges that these mainstream enterprises are either not experienced with, not staffed for, or just don't have the budget to blow a lot on these types of projects. And so, what becomes a key concern is a lot of companies today recognize containerization is interesting, it's important. It has the potential to deliver cost savings, and they recognize they have to move to a Dev/Ops model to deliver code very quickly. But then they also realize that we're starting to live in an always connected economy where you can't just sell a product and not expect to hear from the customer until they have a problem with it. You wanna interact with them, you wanna use that data to help improve the experience for the customer. How do you manage all this information? So the whole concept of data engineering, data operations, and data science becomes really a key factor for many enterprises. And for a lot of them, they just don't have the resources to really address it. Now, there are many different companies that provide individual point solutions for those technologies, but how do you bring it all together in a multi-tenet way, right? How do you make sure if you have one team that's using one version of Spark and another team using a different version of Spark that they can actually share infrastructure? And that's where Mesosphere's uniqueness has really come front and center. We basically pull these data services the way VMware pulled the traditional model basic applications. So the cost saving you saw from server consolidation, we're doing from cluster consolidation and dramatically reducing costs while automating operations at the same time. >> I'd like to follow up on that a little bit. I think ever since the launch of DC/OS a few years back, big data was a differentiator for Mesosphere. And, again, another term that's been through it's own hype cycle, right? But it's real today. Can you maybe go a little deeper with the consolidation piece? How are Mesosphere admins interacting with data scientists or even on the container side and the infrastructure side, what do you have to do differently to make sure the memory footprints and all the various big data platforms are able to be supported? >> Yeah. So I think big data 1.0, let's call it, was really a batch operating model. Wait 'til the data comes in at the end of the quarter, make some recommendations on how the business can improve the next quarter. You guys have all seen reports. I think Gardner talked about one where 80% of due projects have failed. And the reason for this is that it was hard to justify the benefit right up front. The cost and the complexity of rolling out these projects was very prohibitive. Now, what Mesosphere brings is the ability to adopt many different types of these next generation data technologies. Spark, Cassandra distributed database, Kafka message queue, TensorFlow, Elasticsearch, these are all technologies that have become increasingly popular, but the challenge for most enterprises is it's hard to have a whole team just dedicated to learning Kafka and another one on Spark and another one on Cassandra. What if your competitors hire them away? And how do you run all these different technologies that are clustered systems that require a lot of infrastructure? They're not designed to run together and pull together efficiently. That's what Mesosphere really brings to these technologies. One is the ability to automate all these technologies, so instead of getting a whole team to figure out how to run stuff, it's literally one click installation, or a single command on the DC/OS command console. And then two being able to run all these different types of data services in a highly pulled way so that you don't have different clusters that are turning into snowflakes that cannot be reused by other teams. This gives you dramatic changes in how people operate. If you were a big data team at a major bank and somebody said "I wanna do transactions on your infrastructure," you would probably say "No, stay out of my infrastructure because I want to make sure I have the resources to do analytics," and the same would be true for the people who are actually doing the real-time transaction-processing with customers. What if I told you I can give you a way to do application-aware automations so that these services can be automated very easily? And two, these resources can share an infrastructure while maintaining resource guarantees. Now, all of a sudden, the individual functional leads or business unit leads would go "Okay, I'm okay with sharing resources with these other BU's, especially if it gives me the benefit over time of helping different BU's cross-pollinate information." >> A whole different way of interacting with big data, right? And actually making it useful. >> Maybe forcing collaboration. I wish we had more time, but we wanna thank you so much for stopping by theCUBE, telling us what's new at Mesosphere. Sounds like never a dull moment. >> Oh, absolutely. Thank you very much. >> We wanna thank you for watching theCUBE. I am Lisa Martin with John Troyer from DockerCon 2018. Stick around, John and I will be right back with our last guest. (techno music)

>> Announcer: Live from the Bill Graham Auditorium in San Francisco it's theCUBE. Covering Pure Storage Accelerate 2018. Brought to you by Pure Storage. >> Welcome back to theCUBE's coverage of Pure Accelerate 2018. I'm Lisa Martin with Dave Vellante. We're here in San Francisco at the really cool historic Bill Graham Civic Auditorium. We've been here all day talking with lots of great folks, and we're happy to welcome back another Pure customer, Patrick Welch, the network services manager for the Mississippi Department of Revenue. Welcome Patrick. >> Thank you, appreciate it. >> Tell us a little bit about the Department of Revenue. What do you guys do? What kind of information do you collect? >> Okay, we bring in all tax revenue for the state of Mississippi, including vehicle services. We register all the car tags in Mississippi. Income tax, corporate tax, any revenue that's generated in Mississippi comes through us. >> Tax refunds too? Or do you just take, you give? >> We take and give. I have to do it too. (laughing) >> So talk to us about some of the challenges that you had in your environment. I was reading your case study and what you guys are taking in is totalling $7.8 billion a year. As we just identified, some of it's being given back, but what were some of the, what was the infrastructure like to support that before you became a Pure Storage customer? >> We used an internal Mississippi, they're called ITS, they handle all internal infrastructure, that kind of thing. They were using a mixture of Dell, EMC, Compel that type of thing. We use a third party vendor who has an office shelf software package. And they have about 50 to 60 customers in different states and municipalities and countries around the world. In that environment of Dell, EMC, Compel we were about 47th on their list of productive sites. So we were way far down. We were not performing, latency across the board was horrible. The user experience was the worst. If you've ever been on a website and click the button and seen the spinning wheel, we had that in droves. And not just tax payers, but our internal people that worked DOR were not able to work efficiently. We came in and evaluated, and I looked at the infrastructure, and I said my team can do it better. Then when they said, we'll do it better I was like okay now I have to go out and actually do it better. I started researching other companies, and Pure kind of rose to the top of the list. We talked with other customers and partners, kind of how they tackle those type of challenges. We went through a lot of POC process talked with a lot of vendors, things like that. We ended up buying Pure. We are now number three. We went from almost 50 to three. Out of 50, to three. The only two sites that are ahead of us are smaller sites, their transactions aren't nearly as high as ours. >> Okay hang on, how much of that effect could be attributed to the storage infrastructure? Do you have a sense of that? >> 99% >> Really? >> Yeah because before we had, to be fair Pure is all-flash storage, right? And with Compel and EMC or hybrid arrays, at the end of the day, the latency that we saw was due to read and write input being very low. We implemented Pure, through the roof. Storage is not something we would ever look at if we had a problem. We know that that is performing well above capacity. >> Okay I got another follow up. I asked this earlier to another customer, so you're basically comparing an all-flash array to a sort of previous generation hybrid. So it could have been three, four, five, six years old, it could have been 10 years old, so, you had the option obviously of bringing in an all-flash array from the competition. >> We did. >> And you had processes and procedures tied to that, your data protection and you know those products well, but you chose to switch vendors. Why, you could have gotten comparable all-flash, but you chose Pure. Why did you choose that switch and that disruption? What business benefit did that bring you? >> There were several things that led to that. One of the things that we really liked was the proactive support, in terms of every three years they swap out your controller as part of your support and maintenance agreement. Which is huge for us because we don't have a lot of money, our budget is very small for IT, so I can't afford to replace equipment as often as some people can. Their proactive support model, not just in terms of swapping out equipment, but personnel, our sales team that we deal with, our engineering team that we deal with, we're on a personal basis with these people. I have cellphone numbers, I know who to call. We found that out through talking to other customers that, hey you call these guys, they're going to be there for you. Coming from not having that before, we knew that the people we had before, were not going to perform that same level of service. Even if we went to their all-flash product, we were going to have the same support, that we had had before, which was not good. >> And you didn't have that previously because, why? You weren't like a big bank or you just didn't spend enough? >> Because you're a number and in our business, we didn't spend near enough money to be considered. That's a theory of mine, I'm not sure exactly what the actual issue was, but it felt like we were not big enough to get that kind of attention. >> You're the little guy. Pure makes you feel like you're the big guy. >> We think we're doing okay. We have six arrays now, so were not tiny tiny, but we're not also we're not Citibank. But I've never felt any different than a Citibank type customer with Pure Accelerate. >> You're in two years you said? >> A little over two years, yeah. >> You've had enough experience to, you know when you first buy something, you go on Amazon you see the reviews this is great, you wonder if it's still great two years in. >> Patrick: Oh absolutely. >> You would still give a five star rating? >> Oh absolutely, I've done a case study, customers call me and I'm happy to talk about Pure to anybody. I have a lot of friends in state government, I try to head them off from making bad decisions. I'm like if you like your job, you want to keep your job, buy this. >> It's interesting to me, now one of the things that the customers tell us is they love a lot about Pure, but they really like the simplicity. You mentioned Compellent before, Compellent, in its day, was known for simplicity, compared to the old main frame storage. It's interesting to note how technology has changed in whatever 10, 12 years, comments? >> Yeah Compellent was a great product. Back in the day when it came time to evaluate products, they had not performed along the same track as a company like Pure, which consistently innovates its products. If this is again about feeling like the big guy, even though you're a small guy, they keep us in the loop of what they're bringing down the pipe, and it really makes us feel like we're invested in that ecosystem, and we know exactly how they're transforming, how they're going to develop their business going forward. It helps keep us as a happy partner. >> So it's, from what I'm hearing, Patrick, better experience all around, very happy. Did it save you any time? Are you able to now do things differently, add more value to your organization as a result of bringing in Pure? I wonder if you can talk about that. >> Oh absolutely, we spent a good chunk of time troubleshooting issues directly related to storage before whether it was storage creep where we had too much data versus the capacity of the array, or the input output problems in terms of IO, latency those types of issues. We don't see any of that anymore. So that frees our engineers up to work on other problems in the environment. >> What workloads are you running on Flashdeck? >> Mostly production sequel, high sequel workloads mostly. >> You mentioned the dreaded spinning color wheel or whatever kind of computer we're running, and that was affecting not just employees, but also Mississippi citizens. Problem gone? >> The problem is gone from the aspect of our side of things, now this is Mississippi so you still got a lot of rural customers who are still on some dial up internet, so we can't solve that problem for them, but in terms of our side of the fence, we know they're not going to see any latency because of us. We're delivering the application as best you can. Like I said, we're number three in the list of their sites, and we came 44 spots down. >> How quickly in the last couple of years alone? >> Patrick: Immediately, yeah. >> You have to wear a neck brace from the whiplash. >> Yeah we put it in and I'm just crossing my fingers, 'cause if I told them I could do this, and we're 45th, what did we really solve? We didn't solve the problem really, but we came from that high up to all the way down to three, it like felt my team had accomplished something really great. >> And pretty dramatic improvements to your database. I was reading the case study, within the context of your IT transformation, that you improved database transaction performance by as much as 20X. Big, also data reduction rates. So I want to get your perspective on the impact of TCO, and why that's so important for a public agency. >> A lot of things go into TCO. I think user experience is one of those things, downtime for the state. The biggest cost we had was not really something you could see before because our system went down all the time due to not being able to meet the requirements of the taxpayers and the people that work at the Department of Revenue. We don't have that problem anymore. We would spend days of downtime before, that's revenue lost for us. So TCO in that instance is kind of hard to calculate, but I know that the number is big. I know we've saved a lot of time and money. >> Why not just forget all this IT stuff, and throw everything into the cloud. I know as an IT pro, them might be fighting words, but it's talked about in the industry all the time. Why the decision to stay on Pram, and was that discussed? >> We definitely look at the cloud, we definitely have Azure workloads that are in testing right now. Unfortunately it's not just as simple as us saying okay let's go to the cloud, 'cause if it was up to me, with limited funding and that type of thing, I would love to move workloads into the cloud. Where it was applicable. The problem for us is IRS. We have a lot of IRS regulations around cloud. So the core infrastructure that we have, has to remain on premise. There's some things that we can do, but the regulations are a mile long. So we have to make sure that we always stay in compliance with the IRS. That limits our mobility a little bit in the cloud, but we're getting there slowly but surely. I feel like in the next 60 years we'll be there. I joke, but everything we do, we have to go through compliance measures, and we have to make sure we're checking all the boxes. There's one thing you don't want to have, and that's the IRS to write you up for non-compliance. If you're attacked or hit by some vector afterwards, then you're on the hook. You weren't in compliance that's why you were vulnerable. We just have to be very careful, but we're definitely interested. And we'll look into the future with the cloud. >> A lot of talk at this show every show we go to about artificial intelligence, machine intelligence. What do you make of it? How does it apply to your organization? Can you use it? Do you plan on using machine intelligence, whether it's fraud detection or tax evasion, et cetera? What's the state of AI in your world? >> I'd say infancy, but we know that due to the fact that the state hasn't kept up in terms of pay and that type of thing with the private industry. We're going to have to rely on artificial intelligence and automation and things like that to remain ahead of the curve in terms of compliance, performance all the metrics we've talked about. You have to have either a very talented and well paid staff or you're going to have to leverage these types of technologies to stay ahead of the game. >> So you have made some big impacts from an IT transformation perspective we talked about a minute ago. Where are you on this journey of digital transformation? What does that digital transformation mean to the Mississippi Department of Revenue? And what stage would you say you're at? >> We're getting there. Like I said before some of Mississippi is still very rural, for the first time ever, we had more online returns processed than mail. Believe it or not, Mississippians still like to mail their returns in. A lot of that is rural location, internet access that type of thing. We're getting there slowly but surely. I feel like in the next five years, we'll be probably 75% to 80% online refund based. I hope anyway, I hope we're still not at 50%. It's a slow crawl, but we're getting there. We do things a little slower than most people, but we get there eventually. >> You're friendlier down in Mississippi. >> We are definitely, you got to have something. >> You do, so in terms of next steps, you've solved the performance challenges, you're kind of on this road to digital transformation. How have you improved the efficiency of your IT team? >> Say that one more time. >> How have you improved the efficiency within network services? >> I think most of it comes down to not having to worry about the equipment and the environment. We have more time to focus on each other, the tasks we have in front of us. Before it was tackling issues that we knew were related to either vendor or product or storage or server. And now we're focused on expanding the skill set of the current staff. It allows us to leverage things like cloud and automation. We didn't have time to look at that stuff before. So when you ask me where we at with automation, we're still in the infancy because before all we did was fight issues related to previous vendors, previous products, that kind of thing. And this, while it's not a magic bullet, we still have, you're always going to have challenges it frees us up to be able to work on those types of-- >> Dave: Close to firefighting and whack-a-mole. >> That's all we did before. This guy is fighting this problem, he's fighting this one, then they don't get time to learn and grow as employees and as people. >> So automation is big priority, what kind of other fun projects you working on? Or techs that you're researching that get you excited? >> So right now we've deployed both of our major applications using Pure. Our big projects are kind of done. Now we're leveraging towards disaster recovery, modern day DR, BCDR, business continuity that type of thing. How do we recover in case of a disaster? That's kind of where my focus lays right now, to make sure the Department of Revenue, if we are affected by some type of disaster, that we're ready for the taxpayers of Mississippi to come up and running in a sister site and be ready to go. >> Okay that's a combination of infrastructure, probably going to use snapshots, remote replication, but there's also got to be a software component as well. What are you thinking about whether if you don't have a specific vendor product, but just architecturally what are you thinking about? >> So we absolutely right now leverage Zerto with Pure. Which is a very good combination, they work very well together and we have a co-low facility, it's about 200 miles north of us. We'd like to get more geographically diverse as budget frees up and that kind of thing, maybe move out into the Colorados or something like that. But our sister site, all of our data is replicated using Zerto. We're on, I believe, every 15 seconds we're tracking journal history. In the event of a disaster, and we've test fail overs. 'Cause you've got RPO and RTO. Real time objective and recovery point objective. It's important for us to be under 10 minutes, in terms of how quickly we can recover the environment. It's a real time objective. The last time we did a test fail over, we were about four minutes. So our business has completely transformed. Before if we had a disaster, we would be lucky to have data available to us number one and within three to five days. Now we are being able to turn around and operate in another location within minutes. >> And your RPO you said was 15 minutes, did I hear that right? >> Recovery point objectives, that is 15 seconds. Recovery points are every 15 seconds. Our recovery times, the total time it takes us to come back up and running, we hope to be under 10 and we got it around four. Now that depends on a lot of different things. Every situation is not the same. >> Very tight RPO. >> Patrick: Oh yeah, absolutely. >> 'Cause you're moving money, I guess. >> We're moving money. And it's very important that we stay up at all times. Obviously there is going to be a little bit of downtime, but we want to minimize that as much as we can. >> Patrick last question before we wrap here, this is your first time at Pure Storage Accelerate. A whole bunch of announcements this morning, anything that you've heard that excites you for expanding this foundation that you have with Flashtech? >> A lot of the stuff we talked about around automation and that kind of thing. We're definitely interested in how Pure is going to evolve to the cloud because we know you all we be ahead of us I say you all, so you all will be ahead of us whenever we do get ready, and that's another big benefit for us. We know that when we get ready to transition to the cloud, you guys are going to have your ducks in a row, and be ready for us to do that. >> You all as in Pure? We all aren't Pure. >> You know what I meant. >> We're the blue guys. >> It's real exciting to hear about automation, And where they're going with the cloud, and storage as a service and that type of thing is very neat. I love reading about and hearing about that stuff, we can't always be there like I said because of compliance issues, but as we can, we will if it makes sense for us. >> How important is it to you, I was asking a couple of the Pure execs what their thoughts were on staying independent. You see a lot of storage companies get bought, they get consolidated. EMC, 20 plus billion they got acquired. How important is it to you as a customer to have a company like Pure be an independent storage company? >> I mean, it's enormous. I can give you an example. We were a SimpliVity customer so HP bought SimpliVity, our experience before the merger, fantastic. We would give them very high marks in every category. After the merger, not so much. Support dropped off for us after SimpliVity was bought by HP. For us it's huge that Pure is, now that's not to say, we know that this is a business, and that things may happen, but we hope that if they don't stay independent, somebody that has the same level of focus and effort and determination and support keeps that going. >> We hope so too, we love the competition on theCUBE. We love the growth that drives innovation. Pure seems to be leading the way. We talked about this earlier, what they're doing with NVME a lot of good marketing, but still they're throwing down the gauntlet. What they've done with Evergreen. Obviously first with AllFlash or at least early on with AllFlash, so got a leader. >> That's what you worry about too, the Evergreen type things are the things you worry about going away. If they get bought by somebody, is that the first casualty? That's the kind of things that happen to companies when they get bought. We do love the fact that they are independent, but we know it's a business at the end of the day. But hopefully that remains the same. >> Keep that feedback coming, I'm sure they appreciate that. And Patrick thanks so much for stopping by theCUBE and sharing the impact that you guys are making at the Mississippi Department of Revenue. >> Sure, thanks for having me, appreciate it. >> We want to thank you for watching theCUBE, I'm Lisa Martin with Dave Vellante from Pure Accelerate 2018. Stick around we'll be right back with our next guest.

>> Announcer: Live from San Jose, it's The Cube. Presenting Big Data, Silicon Valley. Brought to you by SiliconANGLE Media and its ecosystem partners. >> Welcome back to The Cube, we are live in San Jose at Forager Eatery, a really cool place down the street from the Strata Data Conference. This is our 10th big data event, we call this BigData SV, we've done five here, five in New York, and this is our day one of coverage, I'm Lisa Martin with my co-host George Gilbert, and we're joined by a Cube alumni, Jacque Istok, the head of data from Pivotal. Welcome back to the cube, Jacque. >> Thank you, it's great to be here. >> So, just recently you guys announced, Pivotal announced, the GA of your Kubernetes-based Pivotal container service, PKS following this initial beta that you guys released last year, tell us about that, what's the main idea behind PKS? >> So, as we were talking about earlier, we've had this opinionated platform as a service for the last couple of years, it's taken off, but it really requires a very specific methodology for deploying microservices and kind of next gen applications, and what we've seen with the ground swell behind Kubernetes is a very seamless way where we can not just do our opinionated applications, we can do any applications leveraging Kubernetes. In addition, it actually allows us to again, kind of have an opinionated way to work with stateful, stateful data, if you will. And so, what you'll see is two of the main things we have going on, again, if you look at both of those products they're all managed by a thing we call Bosch and Bosch allows for not just the ease of installation, but also the actual operation of the entire platform. And so, what we're seeing is the ability to do day two operations not just around just the apps, not just the platform, but also the data products that run within it. And you'll see later this year as we continue to evolve our data products running on top of either the PKS product or the PCF product. >> Quick question before you jump in George, so you talk about some of the technology benefits and reasoning for that, from a customer perspective, what are some of the key benefits that you've designed this for, or challenges to solve? >> I'd say the key benefits, one is convenience and ease of installation, and operationalization. Kubernetes seems to have basically become the standard for being able to deploy containers, whether its on Pram or off Pram, and having an enterprise solution to do that is something that customers are actually really looking towards, in fact, we had sold about a dozen of these products even before it was GA there was so much excitement around it. But, beyond that, I think we've been really focused on this idea of digital transformation. So Pivotal's whole talk track really is changing how companies build software. And I think the introduction of PKS really takes us to the next level, which is that there's no digital transformation without data, and basically Kubernetes and PKS allow us to implement that and perform for our customers. >> This is really a facilitator of a company's digital transformation journey. >> Correct. In a very easy and convenient way, and I think, you know, whether it's our generation, or, you know, what's going on in just technology, but everybody is so focused on convenience, push button, I just want it to work. I don't want to have to dig into the details. >> So this picks up on a theme we've been pounding on for a couple of years on our side, which is the infrastructure was too hard to stand up and operate >> Male Speaker: Yeah. >> But now that we're beginning to solve some of those problems, talk about some of the use case. Let's pick GE because that's a flagship customer, start with some of the big outcomes, some of the big business outcomes they're shooting for and then how some of the pivotal products map into that. >> Sure, so there's a lot of use cases. Obviously, GE is both a large organization, as well as an investor inside of Pivotal. A lot of different things we can talk about one that comes to mind out of the gate is we've got a data suite we sell in addition to PKS and PCF, and within that data suite there are a couple of products, green plum being one of them. Green plum is this open source MPP data platform. Probably one of the most successful implementations within GE is this ability to actually consolidate a bunch of different ERP data and have people be able to querey it, again, cheaply, easily, effectively and there are a lot of different ways you can implement a solution like that. I think what's attractive to these guys specifically around green plum is that it leverages, you know, standard ANSI SQL, it scales to pedobytes of data, we have this ability to do on pram and off pram I was actually at the Gartner Conference earlier this week and walking around the show it was actually somewhat eye opening to me to be able to see that if you look at just that one product, there really isn't a competitive product that was being showcased that was open source, multi cloud, analytical in nature, et cetera. And so I think, again, to get back to the GE scenario, what was attractive to them was everything they're doing on pram can move to the cloud, whether it's Google, Azure, Amazon they can literally run the exact same product and the exact same queries. If you extend it beyond that particular use case, there are other use cases that are more real time, and again, inside of the data suite, we've got another product called gem fire, which is an in-memory data grid that allows for this rapid ingest, so you can kind of think and imagine whether it's jet engines, or whether it's wind turbines data is constantly being generated, and our ability to take that data in real time, ingest it, actually perform analytics on it as it comes in, so, again, kind of a loose example would be if you know the heat tolerance of a wind turbine is between this temperature and this temperature, do something: send an alarm, shut it down, et cetera. If you can do that in real time, you can actually save millions of dollars by not letting that turbine fail. >> Okay, it sounds here like the gem fire product and the green plum DBMS are very complimentary. You know, one is speed, and one is sort of throughput. And we've seen almost like with Hadupen overreaction in turning a coherent platform into a bunch of building blocks. >> Male Speaker: Yes. >> And with green plum you have everything packaged together. Would it be proper to think of green plum as combining the best of the data link and the data warehouse where you've got the data scientists and data engineers with what would have been another product and the business analysts and the BI crowd satisfied with the same product, but what would have been another? >> Male Speaker: So, I'd say you're spot on. What is super interesting to me is, one, I've been doing data warehousing now for, I don't know, 20 years, and for the last five, I've kind of felt like data warehouse, just the term, was equivalent to the mainframe. So, I actually kind of relegated it the I'm not going to use that term anymore, but with the advent of the cloud and with other products that are out there we're seeing this resurgence where the data warehouse is cool again, and I think part of it is because we had this shift where we had really expensive products doing the classic EDW and it was too rigid, and it was too expensive, and Haduke sort of came on and everyone was like hey this is really easy, this is really cheap, we can store whatever we want, we can do any kind of analytics, and I think, I was saying before, the love affair with piecing all of that together is kind of over and I also think, it's funny, it was really hard for organizations to successfully stand up a Haduke platform, and I think the metric we hear is fifty percent of them fail, right, so part of that, I believe is because there just aren't enough people to be able to do what needed to be done. So, interestingly enough, because of those failures, because the Haduke ecosystem didn't quite integrate into the classic enterprise, products like green plum are suddenly very popular. I was just seeing our downloads for the open source part of green plum, and we're literally, at this juncture seeing 1500 distinct customers leveraging the open source product, so I feel like we're on kind of this upswing of getting everybody to understand that you don't have to go to Haduke to be able to do structured to unstructured data at scale. You can actually use some of these other products. >> Female Speaker: Sorry George, quickly, being in the industry for 20 years, we talk about, you know, culture a lot, and we say cultural shift. People started embracing Haduke, we can dump everything that data lake turned into swamps. I'm curious though, what is that, maybe it's not a cultural shift, maybe it's a cultural roller coaster, like, mainframes are cool again. Give us your perspective on how you've helped companies like GE sort of as technology waves come really kind of help design and maybe drive a culture that embraces the velocity of this change. >> Sure, so one of the things we do a lot is help our customers better leverage technology, and really kind of train it. So, we have a couple different aspects to pivotal. One of them is our labs aspect, and effectively that is our ability to teach people how to better build applications, how to better do data science, how to better do data engineering. Now, when we come in, we have an opinionated way to do all those things, and when a customer embraces it it actually opens up a lot of doors. So we're somewhat technology agnostic, which aids in your question, right, so we can come in, we're not trying to push a specific technology, we're trying to push a methodology and an end goal and solution. And I think, you know, often times of course that end goal and solution is best met by our products, but to your point about the roller coaster, it seems as though as we have evolved there is a notion that data will, from an organization, will all come together in a common object store, and then the ability to quickly be able to spin up an analytical or a programmmatic interface within that data is super important and that's where we're kind of leaning, and that's where I think this idea of convenience being able to push button instantiate a green plum cluster, push button instantiate a gem fire grid so that you can do analytics or you can take actions on it is so super important. >> Male Speaker: You said something that sounds really important which is we want to get it sounded like you were alluding to a single source of truth, and then you spin up whatever compute, you bring it to the data. But there's an emerging, still early school of thought which is maybe the single source of truth should be a hub centered around real time streams. >> Male Speaker: Sure. Yeah. >> How does Pivotal play in that role? >> So, there are a lot of products that can help facilitate that including our own. I would say that there is a broad ecosystem that kind of says, if I was going to start an organization today there are a number of vertical products I would need in order to be successful with data. One of the would be just a standard relational database. And if I pause there for a second, if you look at it, there is definitely a move toward building microservices so that you can glue all those pieces together. Those microservices require smaller, simpler relational type databases, or you know, SQL type databases on the front end, but they become simpler and simpler where I think if I was Oracle or some of the more stalwart on the relational side, it's not about how many widgets you can put into the database, it's really about it's simplicity and performance. From there, having some kind of message queue or system to be able to take the changes and the updates of the data down the line so that, not so much IT providing it to an end user, but more self service, being able to subscribe to the data that I care about. And again, going back to the simplicity, me as an end user being able to take control of my destiny and use whatever product or technology makes the most sense to me and if I sort of dovetail on the side of that, we've focused so much this year on convenience and flexibility that I think it is now at a spot where all of the innovations that we're doing in the Amazon marketplace on green plum, all of those innovations are actually leading us to the same types of innovations in data deployments on top of Kubernetes. And so two of them that come to mind, I felt like, I was in front of a group last week and we were presenting some of the things we had done, and one of them was self-healing of green plum and so it's often been said that these big analytical solutions are really hard to operate and through our innovations we're able to have, if a segment goes down or a host goes down, or network problems, through the implementation the system will actually self heal itself, so all of a sudden the operational needs become quite a bit less. In addition, we've also created this automatic snapshotting capability which allows, I think our last benchmark we did about a pedobyte of data in less than three minutes, so suddenly you've got this operational stalwart, almost a database as a service without really being a service really just this living breathing thing. And that kind of dovetails back to where we're trying to make all of our products perform in a way that customers can just use them and not worry about the nuts and bolts of it. >> Female Speaker: So last question, we've got about 30 seconds left. You mentioned a lot of technologies but you mentioned methodology. Is that approach from Pivotal one of the defining competitive advantages that you deliver to the market? >> Male Speaker: It is 100 per cent one of our defining our defining things. Our methodology is what is enabling our customers to be successful and it actually allows me to say we've partnered with postcrestkampf and green plum summit this year is next month in April and the theme of that is hashtag data tells the story. And so, from our standpoint, green plum is continuing to take off, gem fire is continuing to take off, Kubernetes is continuing to take off, PCF is continuing to take off, but we believe that digital transformation doesn't happen without data. We think data tells a story. I'm here to encourage everyone to come to green plum summit, I'm also here to encourage everyone to share their stories with us on twitter, hashtag data tells a story, so that we can continue to broaden this ecosystem. >> Female Speaker: Hahtag data tells a story. Jacque, thanks so much for carving out some time this week to come back to the cube and share what's new and differentiating at Pivotal. >> Thank you. >> We want to thank you for watching The Cube. I'm Lisa Martin with my co-host George Gilbert. We are live at Big Data SV, our tenth big data event come down here, see us, we're in San Jose at Forrager eatery, we've got a great party tonight and also tomorrow morning at eight am we've got a breakfast briefing you wont' want to miss. Stick around, we'll be back with our next guest after a short break.